After obtaining an aerospace engineering degree from UCLA, Alan Hui worked at the Jet Propulsion Laboratory in the Mars Rover program as a mechanical engineer. He then went on to found several startups in the e-commerce industry. Currently, he is the CEO and co-founder of izzbie, the maker of a cutting-edge device that allows users to set up and host a virtual private network using their own internet service from anywhere in the world without relying on third-party proxy servers. The company plans a Kickstarter launch in June.
- by Amy Weiss
I have a confession to make: I’m an Everest junkie. Not climbing the mountain, of course. I’m not an elite athlete — or an athlete of any kind. But I really like watching other people climb Everest. Like many people, my fascination began with the book “Into Thin Air,” which is the story of the 1996 tragedy on Mount Everest in which eight climbers were killed because of a freak storm. After reading Jon Krakauer’s account, I immediately went in search of the numerous other accounts of the event. From there, I moved onto other books about other Everest expeditions, and movies and TV shows like “Beyond the Limit” and “Everest Air.”
Aarti Borkar is the vice president of Product Management and Design for IBM's Watson Talent and Collaboration businesses. She leads a worldwide team of product managers and designers, and is responsible for vision, strategy and execution for the business. Borkar is a highly respected technologist with a Bachelor of Science in Computer Engineering from Bombay University, a master’s in Computer Science from the University of Southern California, and a master’s in Tech Commercialization from the University of Texas at Austin.
Digital transformation can seem daunting, but it’s also an imperative if businesses want to keep up with the fast-changing digital economy. Forty-seven percent of CEOs are being challenged by the board of directors to make progress in digital business, and 56 percent said that their digital improvements have already improved profits, according to a 2017 Gartner survey. Business leaders are quickly realizing that automation tools provide the agility needed to reap the rewards of a digital workplace.
- by Eric Johnson
Many of today’s organizations are simultaneously excited and intimidated by one of the most common industry buzzwords out there: “digital transformation.” This apprehension is understandable — while we’ve seen countless companies succeed through innovative digital transformation efforts, others’ large-scale projects have failed time and time again. But what distinguishes a successful digital transformation from a failure?
Recently while watching an old movie, I was reminded just how far we’ve come with cellphone technology. In one scene the actor shouted, “Quick, find a phone!” It made me laugh because he meant a pay phone. You don’t see many of those around these days. Even cell phones are constantly improving to the point where we really aren’t truly cognizant of their effect on our lifestyles. Changes in technology often have far-reaching effects on our behavior, and while it may take some time to get used to our new technology and make changes, we always do. The desire to make the change usually overrides the time it takes to get used to the adjustment, so we don’t consciously notice its effects.
The Wall Street Journal reported recently that more than 2,100 patient deaths per year are linked to data breaches at hospitals.1 The findings highlight the need for healthcare organizations to redouble their efforts in cybersecurity and improve their post-breach remediation. They also illustrate how data breaches can compromise the performance of organizations, even if lives aren’t involved.
- by Scott Brandt
With the concept of digitizing everything becoming a reality, and the addition of artificial intelligence (AI), machine learning, Internet of Things (IoT) and other technologies, we are creating a crushing amount of digital data. But how to create value from this data? We need to start at the beginning, otherwise it’s just a huge pile of bits and bytes that are consuming a lot of resources unnecessarily. The fourth wave, the Information Revolution, is upon us, but we are not all actively participating, or more importantly, benefiting from it.
Average or good salespeople sell the solution. The best salespeople sell the problem — and by the “best” salespeople, I mean the ones who get the best results. The best salespeople have all kinds of different approaches, terminologies, methodologies, sales processes and techniques, but one consistent theme I have observed from the best salespeople, is they make the focal point of the sales process the customer’s problem or pain. The less successful, on the other hand, tend to focus on the solution, which usually comes in the form of features and benefits dumps, or demos to companies to help become “paperless.”